20.500.12556/DKUM-99255 Strateški izzivi diverzifikacije: primer podjetja v prehrambeni industriji Strategic challenges of diversification: a case study of a company in the food industry Magistrska naloga obravnava strateške izzive diverzifikacije podjetja v prehrambeni industriji s poudarkom na koncentrični in konglomeratni diverzifikaciji ter njunem vplivu na dolgoročno uspešnost in konkurenčnost podjetja. V sodobnem poslovnem okolju, ki ga zaznamujejo globalizacija, tehnološki razvoj in naraščajoča negotovost, postaja diverzifikacija pomembno strateško orodje za zagotavljanje rasti, zmanjševanje tveganj in krepitev strateške odpornosti podjetij. V teoretičnem delu naloge so predstavljeni temeljni koncepti strateškega managementa, proces planiranja strategij ter ključne metode za analizo zunanjega in notranjega okolja podjetja. Posebna pozornost je namenjena obravnavi diverzifikacijskih strategij, njihovim prednostim, tveganjem ter pogojem za uspešno implementacijo. Empirični del temelji na študiji primera podjetja v prehrambeni industriji, ki poleg osnovne dejavnosti razvija tudi sorodne programe ter preučuje možnosti širitve v nepovezano industrijsko panogo. S pomočjo metod, kot so PESTEL, EFAS, IFAS, SNW, BCG matrika in druge analitične tehnike, je bila izvedena celovita analiza zunanjega in notranjega okolja podjetja. Rezultati kažejo, da podjetje razpolaga z močnimi notranjimi viri in kompetencami, ki mu omogočajo uspešno delovanje v obstoječi panogi, vendar so te v veliki meri specifične in omejeno prenosljive v druga industrijska okolja. Raziskava je pokazala, da koncentrična diverzifikacija pozitivno vpliva na stabilnost poslovanja, saj omogoča izkoriščanje sinergij, zmanjševanje sezonskosti in krepitev konkurenčnih prednosti. Po drugi strani pa konglomeratna diverzifikacija predstavlja pomembno strateško priložnost, vendar je povezana z višjo stopnjo tveganja zaradi razlik v potrebnih kompetencah, tehnologijah in tržnih zakonitostih. Ugotovljeno je bilo, da takšna diverzifikacija ne predstavlja nujno neposredne grožnje osnovni dejavnosti, vendar zahteva previden, fazen pristop ter ustrezno organizacijsko in strateško prilagoditev. Na podlagi celovite presoje je bila oblikovana temeljna strategija podjetja, ki temelji na ohranjanju in krepitvi osnovne dejavnosti, nadaljnjem razvoju sorodnih programov ter selektivnem in postopnem pristopu k nesorodni diverzifikaciji. Takšna strategija omogoča uravnotežen razvoj podjetja, zmanjšuje tveganja ter krepi njegovo dolgoročno konkurenčnost in odpornost v nestabilnem poslovnem okolju. This master’s thesis addresses the strategic challenges of diversification in a company operating in the food industry, with a focus on concentric and conglomerate diversification and their impact on long-term performance and competitiveness. In today’s business environment, characterized by globalization, technological advancement, and increasing uncertainty, diversification is becoming an important strategic tool for ensuring growth, risk reduction, and strengthening organizational resilience. The theoretical part of the thesis presents the fundamental concepts of strategic management, the strategy planning process, and key methods for analyzing the external and internal business environment. Special attention is given to diversification strategies, their advantages, risks, and the conditions required for their successful implementation. The empirical part is based on a case study of a company in the food industry that, in addition to its core business, develops related product lines and explores opportunities for expansion into an unrelated industrial sector. Using analytical tools such as PESTEL, EFAS, IFAS, SNW, the BCG matrix, and other methods, a comprehensive analysis of the company’s external and internal environment was conducted. The results indicate that the company possesses strong internal resources and capabilities that enable successful operation within its current industry; however, these capabilities are largely specific and only partially transferable to other industrial environments. The findings show that concentric diversification contributes positively to business stability by enabling the exploitation of synergies, reducing seasonality, and strengthening competitive advantages. On the other hand, conglomerate diversification represents a significant strategic opportunity but is associated with a higher level of risk due to differences in required competencies, technologies, and market dynamics. It was found that such diversification does not necessarily pose a direct threat to the core business; however, it requires a cautious, phased approach along with appropriate organizational and strategic adjustments. Based on the comprehensive assessment, a fundamental strategy was proposed, focusing on maintaining and strengthening the core business, further developing related product lines, and adopting a selective and gradual approach to unrelated diversification. Such a strategy enables balanced development, reduces risks, and enhances the company’s long-term competitiveness and resilience in an unstable business environment. diverzifikacija koncentrična diverzifikacija konglomeratna diverzifikacija strateški management PESTEL analiza EFAS IFAS BCG matrika SFAS Ansoffova matrika Porterjeva matrika petih silnic strateška odpornost konkurenčna prednost prehrambena industrija sladoled čokolada procesna tehnologija. diversification concentric diversification conglomerate diversification strategic management PESTEL analysis EFAS IFAS BCG matrix SFAS Ansoff matrix Porter’s Five Forces model strategic resilience competitive advantage food industry Ice cream chocolate process technology true true false M. Korbar] Slovenski jezik Angleški jezik Magistrsko delo/naloga 2026-08-10 15:55:08 2026-09-24 14:01:09 2026-09-25 03:10:31 0000-00-00 00:00:00 2026 0 Maribor 0 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 005.21:664 292396803 MAG_Korbar_Maksima_2026.pdf MAG_Korbar_Maksima_2026.pdf 1 8E7D483F408D3B6D64F38509D558D5CF 480e23dadfc0adbe45f3f27b2e3ef10ef51b75a474582f994b55fead891f0df2 400828bc-ab80-11f1-9f58-00155d0001be https://dk.um.si/Dokument.php?lang=slv&id=211855 Ekonomsko-poslovna fakulteta 0 0 0